Lead 40+ tech organization consisting of Business Intelligence Engineers, Data Engineers, Product Manager - Techs, and Software Development Engineers. We built planning systems (and data pipelines, dashboards, analytics) to ensure we had enough delivery capacity to meet customer demand while minimizing excess capacity. I helped grow the organization from 15 to 40+ FTEs and set the north star vision to standardize, centralize, automate, and optimize our planning processes. We improved our cost structure by $200M+ annualized by converting manual processes to centralized products, automating data pipelines, reducing manual steps, reducing cycle time (that then enabled planners to do scenario planning and improve accuracy), and launched route scheduling optimization models.Additionally, my team built and launched two platform-level products designed to accelerate and scale my organization's ability to solve business problems. First, the SDEs built a workflow orchestration product that enabled BIEs to focus on writing code (that solved business problems, such as complex ETL or entire end-to-end planning steps) without needing to know about nor maintain the underlying compute infrastructure. Second, the SDEs built a real-time, central, and authoritative repository for storing planning data. This provides clients single-source-of-truth access and enabled end-to-end, hands-off-the-wheel planning via document notifications. In 2023, BIEs built solutions that have improved cost structure by $40M+ annualized.

Managed the Fulfillment Network Optimization and Management (FNOM) and the Transportation Volume Planning (TVP) teams. These teams were located within the Fulfillment Optimization (FO) org under Supply Chain Optimization Technology (SCOT). Within FNOM, we leveraged network optimization models to continuously optimize the outbound transportation network and recommend changes to the existing fulfillment network to minimize fulfillment costs (middle mile and last mile) subjected to business constraints such as speed, flow control, and volume targets. The program saved $30M+ in transportation cost savings in between 2018 and 2019.Within TVP, we generated the outbound transportation forecast for packages leaving our Fulfillment Centers (FC). The forecast included volume flowing through intermediate nodes, such as sort center, gateways, and delivery stations, as well as 3P commercial carriers. The eight-week forecast included both package count and cubic volume for each transportation leg and pickup time. TVP helped Amazon plan and secure the right amount of transportation capacity in the form of a) trailers to move packages between warehouses, b) labor and equipment planning at sort center, gateways and delivery stations, and c) guidance to 3P commercial carriers so they have sufficient delivery capacity.

The AWS Infrastructure Long Range Planning (Infra LRP) team owns the long-range (5+ year) data center capacity plans for global AWS regions from pre-approval to maturity. We plan, trigger, and ensure the delivery of land, substations, data center shells, and new colocation sites to support customers. We detect and solve long-range capacity constraints. In this role, I helped transform manual planning processes and input gathering from Excel-based tools to centralized software products.

Managed a team of five BIEs/DSs that owned numerous supply chain business KPIs, such as On-Time Delivery, Unplanned Upgrades, Concessions, and Order Splits. Ran our organization's Weekly Business Review (WBR). Earlier in my tenure on the team, I launched and grew a program that saved hundreds of millions in transportation costs annually.

Software company that develops, markets and implements real time warehouse management systems (WMS).